Knowledge Management Special Issue: Connecting Theory and Practice, 2014, vol. 10, issue 1


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  • Pozycja
    Becoming a Learning Organization Through Dynamic Business Process Management
    (Nowy Sacz School of Business – National-Louis University, 2014) Szelągowski, Marek
    As customers demand easier access to individualized products and services, companies now face an ongoing problem of how to deliver flexible and innovative solutions while maintaining efficiency and competitiveness. In this environment, the only sustainable form of competitive advantage rests in the ability to learn faster than the competition (de Geus, 1988). The article returns to the somewhat forgotten concept of the learning organization and explores how its principles can be applied with the use of dynamic business process management (dynamic BPM). Enabling in this concept individual or team-based limited experimentation and providing conditions for learning though experience in the course of performing business processes allows for the constant creation of practical knowledge. This article provides examples of how dynamic BPM facilitates the constant creation and verification of practical knowledge, with the aim of improving and adapting processes to maintain the competitive advantage of the organization.
  • Pozycja
    Active Learning Innovations in Knowledge Management Education Generate Higher Quality Learning Outcomes
    (Nowy Sacz School of Business – National-Louis University, 2014) Shelley, Arthur
    Innovations in how a postgraduate course in knowledge management is delivered have generated better learning outcomes and made the course more engaging for learners. Course participant feedback has shown that collaborative active learning is preferred and provides them with richer insights into how knowledge is created and applied to generate innovation and value. The course applies an andragogy approach in which students collaborate in weekly dialogue of their experiences of the content, rather than learn the content itself. The approach combines systems thinking, learning praxis, and active learning to explore the interdependencies between topics and how they impact outcomes in real world situations. This has stimulated students to apply these ideas in their own workplaces.
  • Pozycja
    Findings From International Surveys Providing a Snapshot of the State of KM From a Practitioner Point of View
    (Nowy Sacz School of Business – National-Louis University, 2014) Milton, Nicholas J.
    Data collected through an online survey and through a number of detailed company assessments throw light on the relative strengths and weaknesses of different elements of Knowledge Management (KM) frameworks as applied globally. The online survey - a quick self-administered test, shows the strongest elements within the framework to be Technology and Behaviors and Culture. The weakest elements are KM Governance and KM Roles. The assessment - a detailed diagnostic process based on in-depth interviews, shows the strongest elements within the framework to be Technology and the Discussion of Knowledge. The weakest elements are KM Governance and KM Roles. a comparison of the results from the two sources is reassuringly close. More data may allow a more detailed analysis. Preliminary results suggest that national culture may influence the development of Knowledge Management Frameworks, with a correlation between strong Individuality and weak KM Governance and Roles.
  • Pozycja
    Models, Metaphors and Symbols for Information and Knowledge Systems
    (Nowy Sacz School of Business – National-Louis University, 2014) Williams, David
    A literature search indicates that Data, Information and Knowledge continue to be placed into a hierarchical construct where it is considered that information is more valuable than data and that information can be processed into becoming precious knowledge. Wisdom continues to be added to the model to further confuse the issue. This model constrains our ability to think more logically about how and why we develop knowledge management systems to support and enhance knowledgeintensive processes, tasks or projects. This paper seeks to summarise development of the Data-Information-Knowledge-Wisdom hierarchy, explore the extensive criticism of it and present a more logical (and accurate) construct for the elements of intellectual capital when developing and managing Knowledge Management Systems.
  • Pozycja
    Knowledge Creation and Conversion in Military Organizations: How the SECI Model is Applied Within Armed Forces
    (Nowy Sacz School of Business – National-Louis University, 2014) Lis, Andrzej
    The aim of the paper is to analyze the knowledge creation and conversion processes in military organizations using the SECI model as a framework. First of all, knowledge creation activities in military organizations are identified and categorized. Then, knowledge socialization, externalization, combination and internalization processes are analyzed. The paper studies methods, techniques and tools applied by NATO and the U.S. Army to support the aforementioned processes. As regards the issue of knowledge socialization, counseling, coaching, mentoring and communities of practice are discussed. Lessons Learned systems and After Action Reviews illustrate the military approaches to knowledge externalization. Producing doctrines in the process of operational standardization is presented as a solution used by the military to combine knowledge in order to codify it. Finally, knowledge internalization through training and education is explored.
  • Pozycja
    Knowledge, Theory and Practice in Knowledge Management: Between Associative Patterning and Context-Rich Action
    (Nowy Sacz School of Business – National-Louis University, 2014) Bennet, Alex; Bennet, David
    Embedded throughout this paper you will find the diversity of opinions that correlates to the diversity of theories, frameworks, case studies and stories that are related to the field of Knowledge Management (KM). We begin by introducing the Sampler Research Call approach and the 13 KM academics and practitioners working in different parts of the world who answered the call. We then provide baseline definitions and briefly explore the process of knowledge creation within the human mind/brain. After a brief (and vastly incomplete) introduction to KM literature at the turn of the Century, the frameworks of Sampler Call participants are introduced, and two early frameworks that achieved almost cult status—the Data-Information- Knowledge-Wisdom (DIKW) continuum and the SECI (socialization, externalization, combination and internalization) model—are explored through the eyes of Sampler Call participants. We then introduce the results of the KMTL (Knowledge Management Thought Leader) Study, which suggest theories consistent with the richness and diversity of thought interwoven throughout this paper. The field of KM is introduced as a complex adaptive system with many possibilities and opportunities. Finally, we share summary thoughts, urging us as KM academics and practitioners to find the balance between the conscious awareness/understanding of higher-order patterns and the actions we take; between the need for overarching theory and the experiential freedom necessary to address context-rich situations.